The CIOB has launched its first Code of Practice for Programme Management for the built environment.
The code is a natural progression from the Code of Practice for Project Management for Construction and Development, which was first published in 1992 and is currently in its fifth edition.
This new code is intended to provide practical coverage of the general processes and procedures to be followed when managing such a programme. It sets out the necessary requirements for effective programme management, while at the same time ensuring systematic quality control and documentation through governance arrangements.
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Both codes of practice were developed by representatives from the major professional institutions from the built environment and included the CIOB, RICS, RIBA, ICE and APM, as well as from key government departments, domestic and international corporations, and the university sector.
The new publication sets out the benefits of managing a number of connected projects as a programme. Written for programme and project management professionals in construction, whether working as contractors or clients, the book will also be of interest to advanced undergraduate and postgraduates of construction.
Speaking about the new code, Paul Nash, CIOB president, said: “This first publication of a Code for Programme Management is particularly apt as I believe it ties in with the current big issues of governance, reporting and ethics.
“Such programmes have been around for infrastructure for a long time and it’s about time construction had such a guide.”
Paul Nash CIOB President
“Such programmes have been around for infrastructure for a long time and it’s about time construction had such a guide. It’s interesting for me personally as I’ve been involved in this area for years in both the private and public side.”
He added: “It’s a good mix of academic and practical and I think it’s a guide anybody can pick up. It’s about time we had something like this for the industry.
Programme management is the process of managing several related projects, often with the intention of improving an organisation’s performance. In practice and in its aims it is often closely related to systems engineering, industrial engineering, change management, and business transformation.
Competency in project management has become a key part of the skills set of every construction professional and executive, with many construction managers functioning in a strategic and coordinating role in the delivery of the client’s physical development and investment programme.
